Software management...for people who just want to get stuff done
•Télécharger en tant que PPTX, PDF•
2 j'aime•1,120 vues
Everything you need to know about Software Management, without becoming a project manager.
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Software management...for people who just want to get stuff done
Similaire à Software management...for people who just want to get stuff done (20)
Dernier
Dernier (20)
Software management...for people who just want to get stuff done
- 1. Software Management …for people who just want to get stuff done.
- 2. But I Never Want to Be a Manager!
- 3. Planning Estimation Execution Retrospective Project Milestones Sprints Stories Software Management Dimensions
- 4. Definitions Planning Estimation Execution Retrospective Project Milestone Sprint Story
- 5. Planning Estimation Execution Retrospective Waterfall Project Milestones Sprints Stories
- 6. Planning Estimation Execution Retrospective Agile Project Milestones Sprints Stories
- 7. Planning
- 8. All Plans are Wrong “No plan of operations extends with certainty beyond the first encounter with the enemy's main strength.” - Helmuth von Moltke the Elder “No software plan extends with certainty beyond the first component interaction, or the first unknown technology.” - Cliff McCollum
- 9. Planning Techniques Dependency Planning Critical Path Analysis Alternative Delivery
- 10. Estimation
- 11. All Estimates are Flawed The goal is to eliminate your biases in a systematic way. Can you make half of your estimates too low and half of them too high? In effect, can you average your errors to zero?
- 12. Estimation Techniques Rely on the expert Planning Poker The 50th Percentile Rule Monte Carlo Simulations Fudge Factors
- 13. Execution
- 14. All Execution is Hard Worst challenge is what you don’t know All development is learning Don’t lie to yourself or others
- 15. Execution Techniques Design Reviews / Code Reviews Pair-Coding Daily Standups / Reporting TDD / MDD / Continuous Integration Issue Tracking / Shared Documentation Knowledge Discovery
- 16. Projects
- 17. Project Planning Consider separate items of business value. Deliver them one at a time. Don’t interleave all your business value.
- 18. Project Estimation The further away a deadline is, the less precise it becomes. Expected Duration Date Accuracy One Week +/- one day One Month +/- one week One Quarter +/- one month Six Months +/- two months One Year +/- six months > One Year +/- Unknown You should not estimate > 1 year out.
- 19. Project Estimation Always plan to produce something useful in less than six months. Even better, do it in one quarter.
- 20. Project Execution • I don’t suggest thinking much about Dev at this level. • This is where you consider marketing, communications, etc. • Biggest value is watching Tech Milestones.
- 21. Project Retrospective • Too high-level to be of much value – unless you plan to write a book
- 22. Milestones
- 23. Milestone Planning Milestones Can exist at multiple levels. Group stories in Business-Value sets, with natural tech chunks below that.
- 24. Milestone Estimation Easiest performed as a roll-up of the Stories underneath each. Add fudge-factors at this level.
- 25. Milestone Execution Track each story regularly. Ideally daily. Burndown charts should be used here.
- 26. Milestone Retrospective When a date is missed, it is time to be brutally honest. Why was it missed? What is the impact? What are you going to change? Don’t tell lies.
- 27. Milestone Retrospective Why was it missed? New knowledge? Difficult problems? Changed business situation? Team problems?
- 28. Milestone Retrospective What is the impact? Slip the schedule? Cut scope? Add resources?
- 29. Milestone Retrospective What are you going to change? Don’t tell yourself lies. If your estimates were wrong here – they are probably wrong everywhere else. Working harder is a poor solution. Hope is not a strategy. You must accept one of the previous impacts. What do you change about future milestones?
- 30. Sprints
- 31. Sprint Planning Keep your backlogs aligned to your Milestones Don’t change a planned sprint
- 32. Sprint Estimation What is your team velocity? How do you know? Stretch a little. Leave space for the unexpected.
- 33. Sprint Execution Use Burndowns and Daily reviews. If you are above the line, find out why immediately. Address blockers before anything else.
- 34. Sprint Retrospective Lots written about this. Don’t skip them.
- 35. Stories
- 36. Story Planning No story should be larger than one person can complete in one sprint.
- 37. Story Estimation If you code it, you estimate it. Break stories down into tasks and estimate those. Follow the 50th percentile rule.
- 38. Story Execution Don’t lie to yourself: update your estimate every day.
- 39. Story Retrospective Probably not useful.
- 40. Q&A
Notes de l'éditeur
- If you develop software, you are either your own manager, you work for a manager, or you desperately need a manager. No sufficiently complex endeavor can be undertaken without management unless you never care when, how, or if it finishes.
- Every software development process executes on these dimensions. Different methods emphasize some areas more than others, but none of these go away regardless of your method.
- Every software development process executes on these dimensions. Different methods emphasize some areas more than others, but none of these go away regardless of your method.
- Every software development process executes on these dimensions. Different methods emphasize some areas more than others, but none of these go away regardless of your method.
- Don’t believe anyone who says they have a plan whose first deliverable is more than six months out. Just walk away. Or find smaller deliverables.